General Project Management Theory

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General Project Management Theory Skills
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Project Management Body of Knowledge
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The Project Team
Stakeholders
ponsor Sr. Mgmt
Project Team Members
f Manager
Project Manager
Core Management Team
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Organizational Breakdown Structure (OBS)
ponsor Sr. Mgmt.
Project Manager
Manager
Team Member
Team Member
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Responsibility Assignment Matrix (RAM)
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Organizational Influences and Structure

• Project based organizations (2 categories)
• Organizations that derive their revenue primarily
  from performing projects for others under
  contract
• Organizations that have adopted management by
  projects

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Organizational Influences and Structure
Org Structuregt Functional Matrix Matrix Matrix Projectized
Characteristics Functional Weak Balanced Strong Projectized
Project Mgrs Authority Little or None Limited Low to Moderate Moderate to High High to Almost Total
Resource Availability Little or None Limited Low to Moderate Moderate to High High to Almost Total
Who controls project budget Functional Manager Functional Manager Mixed Project Manager Project Manager
Project Mgrs Role Part-time Part-time Full-time Full-time Full-time
Project Mgr Admin Staff Part-time Part-time Part-time Full-time Full-time
PMBOK Guide, 3rd Edition
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Functional Organization
Org Structuregt Functional
Characteristics Functional
Project Mgrs Authority Little or None
Resource Availability Little or None
Who controls project budget Functional Manager
Project Mgrs Role Part-time
Project Mgr Admin Staff Part-time
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Projectized Organization
Org Structuregt Projectized
Characteristics Projectized
Project Mgrs Authority High to Almost Total
Resource Availability High to Almost Total
Who controls project budget Project Manager
Project Mgrs Role Full-time
Project Mgr Admin Staff Full-time
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Strong Matrix Organization
Org Structuregt Strong Matrix
Characteristics Strong Matrix
Project Mgrs Authority Moderate to High
Resource Availability Moderate to High
Who controls project budget Project Manager
Project Mgrs Role Full-time
Project Mgr Admin Staff Full-time
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Weak Matrix Organization
Org Structuregt Weak Matrix
Characteristics Weak Matrix
Project Mgrs Authority Limited
Resource Availability Limited
Who controls project budget Functional Manager
Project Mgrs Role Part-time
Project Mgr Admin Staff Part-time
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Balanced Matrix Organization
Org Structuregt Balanced Matrix
Characteristics Balanced Matrix
Project Mgrs Authority Low to Moderate
Resource Availability Low to Moderate
Who controls project budget Mixed
Project Mgrs Role Full-time
Project Mgr Admin Staff Part-time
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Organizational Influences and Structure

• Project Coordinator
• Less authority than a Project Manager
• Does not make project or budget decisions
• May assign resources
• Functional and Weak Matrix

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Organizational Influences and Structure

• Project Expeditor
• Least amount of authority
• Staff member that ensures things arrive on time
• Staff member that manages schedules
• Functional Organization

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General Management Theory Skill

• Power
• The ability to influence behavior in others
• Organizational / Legitimate
• Individual / Earned

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General Management Theory Skill

• Legitimate / Formal Power (Organizational /
  Formal power)
• Power the Project Manager has due to the position
• Formally in charge of project and support from
  agency/organization
• Projectized Organization

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General Management Theory Skill

• Reward Power (Organizational / Formal power)
• Ability to give rewards and recognize
  achievements
• Examples pay raises, bonuses, etc.

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General Management Theory Skill

• Punishment Power (Organizational / Formal
  power)
• Ability to punish employees if goals are not met
• Also known as coercive power
• Examples demotions, pay reduction, etc.

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General Management Theory Skill

• Expert Power (Individual / Earned power)
• Exists when individual is an expert
• People will respond and listen because of
  credibility
• Subject Matter Experts (SMEs)

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General Management Theory Skill

• Referent Power (Individual / Earned power)
• Respect / charismatic traits of the individual
• or
• Allies with more powerful individual and
  leverages the power of the ally

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Conflict Management
Sources of Conflict
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Conflict Management

• Conflict Resolution Methods
• Confronting / Problem Solving
• Compromising
• Forcing
• Smoothing / Accommodating
• Withdrawing / Avoiding

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Conflict Management

• Confronting / Problem Solving
• Sometimes referred to as collaborating
• Generally viewed as the best method for conflict
  resolution
• Looks to solve the conflict at the source so it
  will not be an issue for the project

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Conflict Management

• Confronting / Problem-Solving when
• When conflicting parties can get at least what
  they want and maybe more
• To reduce cost
• To create a common power base
• To attack a common foe
• When skills are complimentary

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Conflict Management

• Confronting / Problem-Solving when
• When there is enough time
• When there is trust
• When you have confidence in the others ability
• When the ultimate objective is to learn

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Conflict Management

• Compromising
• To negotiate or bargain for a solution to give
  both parties some degree of satisfaction
• Give and take or win-win
• Neither party gets everything they want or need
  (lose-lose)

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Conflict Management

• Compromising when
• When both parties need to be winners
• When you cant win
• When others are as strong as you are
• When you havent time to win
• To maintain the relationship

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Conflict Management

• Compromising when
• When you are not sure you are right
• When you get nothing if you dont
• When stakes are moderate
• To avoid giving the impression of fighting

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Conflict Management

• Forcing
• When one party imposes the solution on the other
  party
• win-lose situation, wins at the expense of the
  loser
• Does not always address the underlying source of
  conflict and often reduces team morale

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Conflict Management

• Forcing when
• When you are right
• When a do-or-die situation exists
• When stakes are high
• When important principles are at stake
• When you are stronger

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Conflict Management

• Forcing when
• To gain status or power
• In short term (one time) deals
• When the relationship is unimportant
• When a quick decision must be made

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Conflict Management

• Smoothing / Accommodating
• Emphasize areas of agreement
• Tends to downplay conflict instead of solving
  conflict
• May make sacrifices to satisfy the needs of the
  other party

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Conflict Management

• Smoothing / Accommodating when
• To reach an overarching or higher goal
• To create obligation for a trade-off at a later
  date
• When the stakes are low
• When liability is limited

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Conflict Management

• Smoothing / Accommodating when
• To maintain harmony
• When any solution will be adequate
• To create goodwill
• When you will lose anyway
• To gain time

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Conflict Management

• Withdrawing / Avoiding
• Temporary solution at best
• Conflict and source of conflict will continue
  through project life
• Some view as cowardice and unwillingness to
  address the conflict situation

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Conflict Management

• Withdrawing / Avoiding when
• When you cant win
• When stakes are low
• When stakes are high, but you are not ready
• To gain time

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Conflict Management

• Withdrawing / Avoiding when
• To unnerve your opponent
• To preserve neutrality or reputation
• When you think the problem will go away
• When you win by delay

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Conflict Management

• Conflict Door stuck shut
• Throw shoulder into door and break it open
• (Forcing)
• Ignore it, hope another will fix the door
• (Withdrawing/Avoiding)
• Determine what is causing the door to be stuck
  and correct the problem
• (Confronting / Problem solving)

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Conflict Management

• Preferred
• Problem-solving
• Compromising
• Last Resort
• Forcing
• Avoid
• Withdrawing / Avoiding

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General Management Theory Skill

• Team Roles
• Constructive Team Roles
• Destructive Team Roles
• An effective Project Manager will look to
  diminish or eliminate the effects of destructive
  team roles and enhance and maximize the effects
  of constructive team roles

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Constructive Team Roles

• Initiators
• Brings ideas and activities to the project
• Proactive
• Highly productive
• Lets try this!

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Constructive Team Roles

• Information Seekers
• Looks to gain as much project information and
  understanding as possible
• Opens communication
• Can we get this information?

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Constructive Team Roles

• Information Givers
• Openly shares project information
• Increases project knowledge
• Opens communication
• Studies have shown that

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Constructive Team Roles

• Encouragers
• Maintains positive and realistic attitude within
  the project team
• Keeps focus on what can be accomplished
• Improves team morale
• Your idea has a lot of merit.

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Constructive Team Roles

• Clarifiers
• Ensures everyone has the same project knowledge
  and understanding
• Improves communication
• Let me restate what Im hearing from the team...

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Constructive Team Roles

• Harmonizers
• Enhances project information to increase project
  knowledge and understanding
• Improves communication
• Your ideas are similar, lets build from
  there...

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Constructive Team Roles

• Summarizers
• Restate and relate project information back to
  the project objectives
• Improves project understanding
• The details shared by the designers will improve
  the product and present a cost saving of...

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Constructive Team Roles

• Gate Keepers
• Works to draw all project team members into the
  discussion
• Also Determines whether a project will continue
  to the next phase
• We havent heard from Jim, what are your
  thoughts?

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Destructive Team Roles

• Aggressors
• Criticizes everybody and everything on project
  management
• Acts aggressively
• Deflates team morale

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Destructive Team Roles

• Blockers
• Rejects others viewpoints
• Likes to criticize
• Cites unrelated examples

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Destructive Team Roles

• Withdrawers
• Is afraid to be criticized
• May withhold information
• May be pouting
• May be shy

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Destructive Team Roles

• Recognition Seekers
• Only volunteers if status is recognized
• Likes to hear themselves talk
• Boasts, rather than provide meaningful
  information
• Does not give merit to others ideas

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Destructive Team Roles

• Topic Jumpers
• Brings up irrelevant points
• Constantly changes topics
• Tries to keep project management implementation
  as an action items forever

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Destructive Team Roles

• Dominator
• Disrupt team participation by forcefully
  presenting ideas without considering others
• Always tries to take over
• Challenges those in leadership roles
• Professes to know everything

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Destructive Team Roles

• Devils Advocate
• Finds faults in all areas of project management
• Argues not on merits, but for sake of arguing
• More of a devil than an advocate

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General Management Theory Skill

• Module 1 Exercise
• Work as a team to answer questions on page 13
  14.
• Look to resolve conflicts in a productive way
• Take note of the different team roles presented
  in discussion throughout the remainder of this 2
  day class

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